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| Criterion |  Innovation How Might We |  Decision Making Red Teaming |  Knowledge Modeling IBIS |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30–45 min | 1-4 h | 1-3 h | 60-180 min |
Participantsdifferent | 1-10 | 3-8 | 2-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Challenge Findings, Risk Register, Mitigation Plan | Issue Map, Positions, Argument Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionSensemaking | RationaleKnowledgeDecision | ComplexitySensemakingDecision |